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Concentric collaboration: a model of leadership development for healthcare organizations

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  • Cynthia Roberts
  • David Coghlan

Abstract

Drawing on their experience in a Midwest healthcare system, the authors propose a model of leadership development through action learning that embraces ‘concentric collaboration’ at its core. The present study suggests that the process of concentric collaboration can serve to strengthen the skills of the individual leader as well as foster collective leadership. Central to the model is the growth and development of the individual leader which extends outward to create connections with others, ultimately increasing the social capital necessary to effect organizational change. This work contributes to the leadership development literature by offering a comprehensive model that includes the process of individual growth as well as collective capacity, organizational factors that support or inhibit this process as well as implications for practice.

Suggested Citation

  • Cynthia Roberts & David Coghlan, 2011. "Concentric collaboration: a model of leadership development for healthcare organizations," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 8(3), pages 231-252, August.
    • Handle: RePEc:taf:alresp:v:8:y:2011:i:3:p:231-252
    DOI: 10.1080/14767333.2011.617136
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    Cited by:

    1. Louise Doyle, 2014. "Action learning: developing leaders and supporting change in a healthcare context," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 11(1), pages 64-71, March.

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